Copyright 1994 CAUSE. From _CAUSE/EFFECT_ Volume 17, Number 
3, Fall 1994. Permission to copy or disseminate all or part 
of this material is granted provided that the copies are not 
made or distributed for commercial advantage, the CAUSE 
copyright and its date appear, and notice is given that 
copying is by permission of CAUSE, the association for 
managing and using information resources in higher education. 
To disseminate otherwise, or to republish, requires written 
permission. For further information, contact Julia Rudy at 
CAUSE, 4840 Pearl East Circle, Suite 302E, Boulder, CO 80301 
USA; 303-939-0308; e-mail: jrudy@CAUSE.colorado.edu


RECOMMENDED READING

_Authentic Leadership_
by Robert W. Terry
(Jossey-Bass Publishers, 1993, 292 pages)

The common distinction made between leadership and management 
today is that leaders do the right things while managers do 
things right. Robert Terry would argue that leadership 
requires both aspects. Terry developed his theory of 
leadership while serving as the director of the Reflective 
Leadership Center at the University of Minnesota. His 
philosophy of leadership could also be considered a 
philosophy of life. To Terry, the key question for a leader 
is, "What is really going on?"

Most of us have taken at least one "theory of 
management/leadership" course along the way in our academic 
careers. The author reviews the six traditional views of 
leadership in the first part of the book, which could serve 
as a very good reference on leadership theory. His overview 
indicates the value of each of the six theories (personal, 
team, positional/functional, political, visionary, and 
ethical) while demonstrating why each is incomplete. This 
review establishes the need for Terry's Human Action Wheel of 
Leadership, which combines all of the above theories with an 
emphasis on the need for action in order for leadership to 
occur. The segments on his wheel consist of six generic 
features of action: structure, power, mission, meaning, 
existence, and resources.

Terry's research has shown him that people often make 
mistakes in framing the issue and thus do not identify what 
is really going on. He gives a detailed explanation of each 
action feature and how to diagnose the issue presented. 
Terry's formula then calls for use of the Action Wheel to 
determine the strategic intervention required. You simply 
choose the next feature clockwise on the Action Wheel. Thus 
if your analysis determines that the leadership issue is 
_existence_, the strategic action becomes one of _resources_.

I was somewhat skeptical of Terry's theory until I applied it 
to some personal situations. For instance, my computer 
services unit has struggled with another unit on campus over 
which should have responsibility for a particular function. 
For a long time, the issue appeared to be one of power. As 
many of us have experienced, a power struggle can be 
emotional and defy a reasonable solution. The Action Wheel 
identifies _mission_ as the leadership strategy to follow in 
this situation, which turned out to be correct. The solution 
to our situation was to demonstrate that the function in 
question belonged in the computer service unit as part of our 
accepted mission. Similar review of other leadership 
situations also seemed to validate Terry's theory.

The author insists that ethics must be a part of "authentic" 
leadership. Throughout the book he wrestles with the question 
of whether or not Hitler represents a true leader. His 
conclusion on this matter left me not entirely convinced. 
Many readers could bypass some of the chapters without losing 
the essence of Terry's primary contributions to the theory of 
leadership; these sections contain more philosophy of life 
than leadership.

Terry provides clear and detailed examples to support his 
theory. He offers several case examples along the way which 
deliver insightful and complementary reinforcement. Although 
his theory is complex, he leads the reader through the 
explanations successfully. This book is not an easy read, but 
for anyone who wants to understand the essence of leadership, 
the effort is worthwhile. Those of us in information 
technology, who frequently find ourselves in situations 
calling for leadership, will appreciate that the author 
devoted a good part of his professional career developing his 
Authentic Leadership theory. He acknowledges that his work is 
not complete, but I believe it represents a most exhaustive 
treatise on the subject.

Reviewed by C. Edward Mathay, Director of Computer Services 
at Marquette University. Computer Services provides both 
academic and administrative computing support as well as 
telecommunications for the campus.  Mathay is a past chair of 
the CAUSE Editorial Committee.



_Three Views of the Internet_
edited by Ann Marie Cunningham
and Wendy Wicks
(NFAIS, 1993, 105 pages)

_Three Views of the Internet_ combines three position papers
--by Larry Learn of OCLC, Paul Peters of the Coalition for 
Networked Information, and Karen Hunter of Elsevier Science 
Publishers--with conference papers by Martin Dillon of OCLC, 
Peters, and Hunter that were presented at the 1993 meeting of 
the National Federation of Abstracting and Indexing Services 
(NFAIS); a brief bibliography (which can only be described as 
idiosyncratic); and a transcript of discussion at the 
conference. Individually, the papers are well worth reading. 
As a publisher, Karen Hunter's perspective on the Internet is 
particularly interesting, and Paul Peters' contribution gives 
good coverage of the themes of modernization, innovation, and 
transformation as technology adoption strategies, for those 
who haven't had the opportunity to hear him speak on these 
topics. Learn's paper is really about OCLC's 
telecommunications strategy and only tangentially about the 
Internet. As such, it seems to be a faithful expression of 
OCLC's corporate position, at the time this was written, on 
the role of the Internet as a necessary evil to be managed (a 
position that appears to be changing). This paper, along with 
Dillon's remarks (on the Internet as an information chaos), 
will help people understand OCLC's perspective--which is 
important, even if one disagrees with it.

This book takes on greater importance, however, when 
considered in context. The introduction states that NFAIS was 
prompted "to prepare a report on the implications of this 
growing network phenomenon for the information community. 
NFAIS took the lead in addressing the perceived impacts of 
this high capacity network ... by organizing a compelling 
Internet program at its 1993 annual conference and publishing 
this timely report." NFAIS is the primary forum in which 
abstracting and indexing database producers, along with many 
publishers, discuss the issues of the day. Few customers 
(members of the academic community, for example) are 
typically present.

A report of this type plays a very important role in shaping 
the view of the Internet and its implications for this 
community; many of the NFAIS members have typically viewed 
the Internet as (a) irrelevant to their business; (b) a 
lawless black hole into which intellectual property and other 
corporate assets may vanish; or (c) a market opportunity, 
though perhaps an enigmatic one. (I will not guess at what 
percentage of the NFAIS membership advocates each of these 
positions.)

The thoughtful reader, recognizing that NFAIS is a key group 
with which the library and broader academic communities must 
do business, needs to read this book and consider what sort 
of a view of the Internet and its implications has been 
presented to the NFAIS membership, and what parts of the 
story (good and bad) have not been told here. There's a great 
deal missing, and each reader should develop his or her own 
personal list. Mine includes: a real in-depth description of 
the Internet, its history, its globalization, and many of the 
policy debates; discussions of privacy, access to government 
information, cryptography, and security; and the essential 
roles of standards. This is not a criticism of the contents 
of the papers in the volume, but rather of the limited scope 
of the volume's coverage.

I would argue that this book is important for the 
_CAUSE/EFFECT_ readership because it captures a particular 
depiction of the Internet that contains both very real 
insights and very real limitations and will help readers to 
understand how another community may have come to view the 
Internet and its implications for information distribution, 
licensing, and access.

Reviewed by Clifford Lynch, Director, Library Automation, 
University of California Office of the President. He is 
responsible for the UC MELVYL information system and network 
and a variety of research and development projects.



_Managing Expectations:
Working with People Who Want More,
Better, Faster, Sooner, NOW!_
by Naomi Karten
(Dorset House Publishing, 1994, 216 pages)

In our introductory total quality training session for the 
Information Technology Division at the University of 
Michigan--TQM 101--some of the major concepts presented are 
"customer," "customer satisfaction," and "customer valid 
requirements." It seems simple. Satisfy your customers' valid 
requirements and they will be satisfied, even delighted, with 
your product. To teach how to create valid requirements, we 
used a mind-jogger called "RUMBA" (e.g., customer 
requirements should be Reasonable, Understandable, 
Measurable, Believable, and Achievable). Yet all too often, 
as information resource professionals in a campus setting, we 
have found that it's not so easy a task when put into 
practice. In fact, just when we think we are really doing 
what our customers want, and we are assured success, things 
seem to turn out the worst! Why?

Here's where Naomi Karten's _Managing Expectations_ fills the 
void. In her well organized, easy-to-read, handbook style, 
Karten translates the quality principles of customer 
requirements and satisfaction into achievable practice. She 
brings actual experiences and stories to describe success and 
failure lessons to which the reader can relate. I found 
myself saying, "I've done the same thing when..." but I had 
missed the lesson that Karten found.  She believes that there 
really is a framework for managing expectations.

Many problems for information technology professionals 
revolve around three issues: how to communicate with 
customers to create appropriate expectations, how to gather 
the information to determine the customer's needs and 
evaluate solutions, and how to establish formal policies and 
sound practices to provide an infrastructure for managing 
expectations. In the sections of the book devoted to each of 
these areas, the reader finds specific guidelines, each 
filled with practical, down-to-earth advice, suggestions, and 
ways of achieving them. She describes specific techniques and 
tools, such as the "focal point approach," which uses the 
"that's not it" strategy to describe customer needs, and 
solution analysis, which uses specific sets of questions 
designed to help evaluate the good and not-so-good aspects of 
a proposed solution. These are techniques that are easily 
applied to campus environments.

During these times of budget restrictions and dwindling 
resources, most of us don't want to hear about more things to 
do. Karten makes it clear that managing expectations better 
"doesn't require an advanced degree, a multi-volume 
methodology, or a newfangled technology. It also doesn't 
require support from the top, a bottomless budget, or all the 
time in the world. It's something you can do, starting 
immediately." She challenges us to make a difference. 
Managing expectations is a people issue--not an issue of 
products, tools, or methodologies. "Given the current rate of 
change, focusing on people may be more important now than 
ever."

Reviewed by Gloria H. Thiele, Manager of Student Information 
Systems for the University of Michigan, Ann Arbor. Thiele has 
also participated in the start-up, planning, and 
implementation of the Information Technology Division's Total 
Quality program, including membership on the Quality Council 
and QC Steering Committee.



_Fourth Generation Management: The New Business Consciousness 
(How the Evolution of Management and the Revolution in 
Quality Are Converging, and What It Means for Business and 
the Nation)_
by Brian L. Joiner
(McGraw-Hill, 1994, 289 pages)

Many of us in information technology have been exposed to the 
principles and tools that come from the total quality 
movement, at seminars, through friends and neighbors, perhaps 
even in our own organizations.

In our total quality program at the University of Michigan, 
we have continued to develop and apply such basic quality 
principles as management by fact, respect for people and 
ideas, continuous improvement, customer satisfaction, and 
process innovation. But we have also found that as people get 
exposed to these ideas, there is often a need to point them 
in the direction of some good reading, to reinforce what they 
have learned.

Brian Joiner is one of the founding fathers of the quality 
movement in this country and one of its most articulate 
spokespersons. His new book, _Fourth Generation Management_, 
has a foreword from W. Edwards Deming, one of his mentors, 
who writes, "Knowledge is theory. We should be grateful if 
the action of management is based on theory." This book 
contains some of the clearest and most straightforward 
explanations of the quality theories guiding effective 
management that I have read in the ten years I have been 
teaching effective management principles and skills.

For example, take the issue of control charts, a major tool 
of the statistical process control portion of the quality 
movement. Does your head swim when faced with questions like: 
"Is this process stable? Is it in control? Is this a common 
cause, or a special cause situation?" If so, you're in luck. 
In fact, if you're wondering if you've even identified the 
process correctly (not to mention measuring and graphing it), 
or how to find out what the heck you might do to improve or 
innovate or even reingineer it, then the section titled, 
"Managing in a Variable World," is for you. Even without 
graphing a thing, Joiner can help you ask the right questions 
to determine whether what you are planning might not make the 
situation worse (called tampering).

In "Building a True Customer Focus," he explains (very 
emphatically for those of us in the information technology 
world) how we come up short time and again while trying to 
satisfy those we serve. He describes how to get the "True 
Voice of the Customer" and provides some interesting insight 
about why a focus on internal customers in the long run is 
not productive.  He also talks about why you would want to 
increase customer complaints (you can only fix what someone 
will point out to you) and how to set the stage for "100% 
Customer Satisfaction." Finally, in this section you will 
also find a good explanation about why goal setting is a bad 
idea (especially when compared with Dr. Noriaki Kano's Model 
of Customer Perceptions).

In the section titled, "Creating the Environment," Joiner 
includes one of the very best explanations of the quality 
movement's controversial stance against traditional 
performance appraisals. In it, he summarizes the importance 
of organizational measurement systems, saying that the 
system-wide measures that most seem to help fourth generation 
managers are overall customer satisfaction, total cycle time, 
and first pass quality (a measure of how often we must resort 
to rework, repair, restarts, and so on, to produce quality 
output.) All in all, this book is must reading both for 
beginning students of quality management (even in a campus 
setting) and for those of us who may have missed some 
understanding the first time around.

Reviewed by Catherine Lilly, an Organization Development 
Specialist for the Information Technology Division of the 
University of Michigan. She has consulted for that division's 
Total Quality program since its inception.



_Learning to Lead: A Workbook on
Becoming a Leader_
by Warren Bennis and Joan Goldsmith
(Addison Wesley, 1994, 182 pages)

We in the information technology (IT) field are facing new 
challenges in the 1990s. We must create organizations, 
institutions, structures, and systems in which each and every 
person can apply his or her full potential to discovering 
solutions to the overwhelming problems facing us. I would 
suggest that we do not now have the effective, creative, and 
productive workplaces or structures that would enable 
employees to use their talents to generate those solutions. 
How do we, as leaders, support and nurture such environments 
and get the most from our IT groups? _Learning to Lead_ will 
give us a head start along the journey we must all take to 
become effective leaders of such organizations.

Becoming a leader is not easy, just as becoming a 
professional in any field is not easy. However, we all 
possess the capacity for leadership, so learning to lead is a 
lot easier than most of us might think. The premise of this 
book is that leadership can be learned by each of us, if we 
commit to being lifelong learners.

Because _Learning to Lead_ is a workbook, it is not something 
simply to read. The authors challenge readers to participate 
in a series of exercises by asking them to share their 
thoughts and inner feelings on given subjects, thus 
identifying factors governing who they are and why they do 
what they do. The process demonstrates how attitudes can be 
changed, allowing participants to become more effective 
leaders. The full value of the book comes when the exercises 
are accomplished in a group setting of peers, where 
leadership is the central focus, and results are shared.

This book tells us that there is a profound difference--a 
chasm--between leaders and managers: a good manager does 
things right, while a leader does the right things. Doing the 
right things implies a goal, a vision, a reach, and a 
commitment to the future. The authors also point out that 
real leaders keep the team moving; they make it clear to 
those they lead that there are no failures--only mistakes 
that give us feedback and tell the team what to do next. This 
is what being an effective leader is all about.

For anyone interested in finding a personal path to 
leadership, this book is right on target. IT organizations 
need to have the kind of leadership at all levels that will 
allow us to become more productive and efficient in 
accomplishing the business of our campuses. This book is 
extremely useful and informative, and should help to generate 
such leaders.

Reviewed by Larry Rapagnani, Associate Vice President for 
Computing and Information Technology at the University of 
Arizona. He is responsible for instructional, research, and 
administrative computing and telecommunications for a campus 
community of 36,500 students and 12,000 faculty and staff.